Sheldon speaks with Michelle Tinsley of Yellowbird a one stop shop for EHS services, solutions, and training. She tells me about the origins of the organization, the marketing and mission of the company. GoYellowbird.com is an easy entrance level for anyone wanting to be in the safety consulting business.
About Michelle Tinsley:
Michelle Tinsley is the Co-Founder and COO of YellowBird. Prior to founding YellowBird Michelle served as CEO of Tinsley Retail Insights- a consulting firm helping retailers drive actionable innovation to compete with digital disruption, which she formed in January 2018. Michelle has been an angel investor in the Arizona Technology Investors since 2013 and also serves on the Board of Directors for QuikTrip.
Michelle has served in a variety of roles over a 26-year career at Intel including 18 years in Finance with her last role as the mini “CFO” of what is today’s IOT business. She then served 6 years in General Management/strategy roles and 9 months in Sales Leadership.
On the personal side, she received her Bachelor’s Degrees from the University of Oregon in Marketing & Finance, and an MBA from Arizona State University. She is happily married with two sons, they enjoy hiking as a family on the weekends.
YellowBird is an online marketplace that simply and easily connects Environmental Health and Safety Professionals with businesses on-demand. Our vetting process ensures the deep roster of nationwide professionals are interviewed, background checked, insured, and certified so they are ready to perform when needed. YellowBird uses technology to save companies 25% and match professionals with projects 15X faster than traditional consultants or staffing agencies.
[00:00:00] : this episode is powered by Safety FM. This is Sheldon Promise, the host of the safety consultant podcasts. During this time, we've all been tightening our belts because of coded 19. I have been as well. Recently. I found a cost effective alternative to some of the services and programs that I was using, such as email marketing, hosting services in even one of my favorites. Teachable Visit Sheldon prime ms dot com. Backslash resource is for special offers to help you reduce your business overhead if you're hosting a podcast or one of a host of a podcast and visit Sheldon Prima's dot com backslash hosting for a knockout deal. Don't give up in your dream. It's smarter on the back end of your business way. Welcome to the safety consultant podcast. I'm your host showed promise, and I teach you the business of being a safety consultant in this podcast. On this week, we're actually going to talk to someone that is with Gilbert. So Michelle Tinsley, who is the sea of Yellow Bird way talk about just consulting in general way, also talk a little bit about just what their product is. Their services is we go through some of that when you talk a little bit about coded 19 and services that can be coming from that she is coming from a marketing background like I am. So we do you talk a little bit about marketing itself in its pure form, which I see that their companies doing, which is awesome. She gives me a little background as to what they looked like a zone organization and then their vision, their future of how they're going to branch out into all of the environmental, health and safety field and possibly into other things. So it was a good conversation that name Michelle had we even talked a little bit about of some of the things that as a consultant you might have, which is called Imposter syndrome, meaning that you feel I'm not good enough. I'm not the one who should be doing this. Maybe someone else is better at this May, so she gets some tips on. That was, well, so had a great great time, good conversation, and I think you guys are going to get a blast for two so that you'll be able to understand a little bit more about the being a safety consultant and then also being a part of a team of consultants. And then now there's agencies for consultants, so that's awesome. So we you have gone through all that. I just want to introduce you to Michelle Tinsley. Hang out after a word from the sponsor, and we will get a good understanding of what Yellow Bird does for you. Do you want to be a safety consultant? Listen to Dr J. Allen of Safety FM give his experience after taking the safety consultant blueprint course. I have actually been research on different consultants and looked at different consulting courses in someone. There is a pretty fancy, very expensive consulting course that is out there. I have actually purchased the consulting course was interested in. It has good information. Don't get me wrong, but you have a consulting course. It really drives people onto focusing on safety and how to become a safety. Consulting, I will tell you on your particular course. There was a better information in that particular regards thin. The other consulting course. There was more of a generalised form, but I figured I felt like I got more information out of yours. on you, giving people direct half on what to do, step by step. But I really think that you have a genuine good product there. They could really use those people if they're interested in becoming a safety consulting register for the safety consultant blueprint at www dot safety consultant blueprint dot com. Enter code podcast for special Discount I am just so excited. Thank you so much for coming on board. And, you know, let me interview you. I've seen Michael do all the interviews. I'm like, Hold on. Where's there? Michelle in there. What's going on? He gets into it. And I was like, I did a ton of press with intel, So I was like, I have can When did Wall Street puberty love on Fox and friends? I I was like his. It's something I could do, but I don't need to do so. If it gets him excited, then go court. You've been there, Done that? Yeah. Oh, great. Good. If you can introduce yourself in and a little bit about the business for me, Okay. My name is Michelle Tinsley, and I'm the co founder and chief operating officer at Yellow Bird Yellow Bird is an on demand matching platform for environmental health and safety workers with businesses who need that on demand. And you say, co founder. So tell us about the team. And how'd you guys meet? Basically, I was a free agent last summer, was in between things and decided that the path I wanted to pursue with my career at this point was to co found another company. I just left a leadership role CEO, and if in Tech start up and I was introduced to Michael's, L threw the Coke Lex incubator it. He'd already signed up a month earlier for going through that program. And I had been a mentor of many complex stepping up for about two years, avoid step when I met with him knowing that he needed a co founder, we just really hit it off. Personality wise, he's more visionary than I am, and, um, has couple of complementary skill set, and our backgrounds kind of came together to where we felt like this. We could be a really strong team, you know, and starting a company. Um, I admitted to him I value safety and I seen amazing safety dynamics and culture and and tell. I was there for 26 years. But I personally never had worked as a safety practitioner and he said, That's OK, You know, You could learn enough about the industry. We're here to really bring the amazing people together. We're not here to obviously do the jobs ourselves. Yeah, and so, you know, based on my financial background, my marketing still sets traveled to be in product. He really wanted that brought into the company where he's super strong on sales and as the company founder before. Wow. So I've got a business partner myself. So I know that sometimes you you've got these Evan flow of ideas and it's almost like you, uh, you know, pitching and catching with different thoughts. And then when you're ready to go big and branch out, you know that's another conversation, too. So can you lead us through bootstrapping to to where you currently are? Absolutely. So we pretty quickly within the first week added our third kind of foundational employees, which was Chad or take a Smith. He came from the military and then had been a consulting practitioner on company strategy. He brings with him a lot of HR skills Andi people management skills having been in the service, and the three of us kind of became a three person team for the entire first six months. Way by that, we kept our cash burn low and way kind of focused. Our roles were using a framework called the entrepreneurial operating system. It's a pretty well known system out there that it starts with the book called Rocket Fuel. From that someone like a Michael, go out and be facing externally and go out and raise our funds. And then I will focus more M early on, setting up the processes going out and in the case of one, were in the incubator interviewing perspective customers. We spent a good through before months making sure that even this idea we had was gonna really work. Go talk to particular perspective, safety folks and see if they have the appetite for joining a platform like this. Later in those interviews, walking in through mock ups of the website to get feedback on were re asking too many questions from boarding. Not enough. How do we overcome some of the concerns appears that people may have around procuring a service like this. Similarly, we wouldn't interview perspective, paying customers companies and said, You know, what would you be worried about? And, you know, they tell us where you got to ensure good quality. I want to make sure these people were background check. I want to make sure that there's insurance policies covering this. So our customers, we're kind of feeding us the requirements as we were going Thea these deep interviews, and by doing that, we really ensured a good product market fit. We launched our minimum buyable platform in November, and we started because we're two sided platform we started cause it's chicken and egg in. Which do you start out getting the every winner getting the pros on board? Way said. Let's build the inventory first, so we gave ourselves kind of the random goal. Can we hit 50 people by the end of 2019? And the answer was yes. We we ended up in January 1st of 2020 with 52 pros. Somewhere in the process, I could read about 15 or 20. There were all the way through and match ready incident in January. We said now we're ready to turn on revenue If somebody phones us with any kind of safety order, we're gonna be able to fulfill that. We don't want to have to scramble and take two weeks to say yes. Yeah. Um and so sure enough, we started having our first revenue jobs come through in January. Kept going in February. Things we're rocking and rolling. And then covert hit. That was a disaster. Yeah, I can imagine, cause I'm still active. Consultant. So my business changed quite a bit. Personally, Me, I was I was already going digital as much as I can. It's effort to training component that while even the training component is trying to do digital but add many, you know, online classes that I also did physically. So the physical classes, just like look, you dropped off way have four revenue jobs planned for March 3 of which were in person trainings that could not go virtual forklift safety CPR, just like Oh, my gosh, ergonomics. We tried to move the ergonomics online really didn't get many takers on. And then we also had a very large engagement starting in another part of the United States where our professional was quarantined outside of the United States and click it back. Its flights canceled. And so we had to rematch that job bill idea when he'd be able to get back to the U. S. And in the intervening time frame, which was like a week. The construction site had a cove in case they locked down for two weeks. So it was with these where we came back in April. But it was a good kind of reality. Wake up called us that it's not gonna be smooth sailing there. It's like a roller coaster. There's gonna be dips and turns and we need to be ready for that. Um, so by now, we just started on boarding in the spring to more employees are head of product because we're getting ready to graduate from our incubator in May and we said, Hey, we need to have a month or two runway where this head of product gets in, understands what we have today down to the nuts and bolts of how is it built? How is it coded, You know, during the incubator phase, and how do we know migrate that to fully owned by us and put together a product roadmap that will extend us into really being an amazing platform. We knew again we were just still in the early days on the functionality. Yeah, and, uh, everything you're saying just brings me right back to HBO's Silicon Valley. You ever see that show? I keep way? Need a palapa way. I guess it's seeing Piper. Just going through my mind like this is like Silicon Valley. I'm like, this is also is just my guess, without you guys living in the same house, right from pretty much, it feels like, Yeah, but then that was actually some of our questioning with court. With the Cortines and things starting to come on in May, we actually delayed it like a week or two because we kind of felt like we're in the same bubble, you know, that our families were not going out and doing a lot, but I could come into the office and work with Michael and Anthony or new chief product officer. Um, he was he was just getting his first two weeks on the job, so we actually had him write a blogged about it, cause it's like, how do you onboard an employee when it's all virtual on DSO, and he's a really great product guy and that he wants to meet with each employee or function of the company and understand what are your needs so that we can leave those into the future roadmap because there's customer facing functionality. But this inward facing two that will reduce the friction in our own internal processes and make us poor official. So he's just gone to doing those virtually via zoo, and we started kind of challenging ourselves to look for the lemonade. We could be making it. No. If we're gonna be in this Potvin environment, how do we turn that into a positive? It's clearly brought safety and worker health to the forefront of the dialogue in a national level, across every business in every segment. And so what we ended up doing was procuring a protocol basically bought into another. Companies are in D on how to go address Koven in the workplace and get companies reopened way initially were racing to get that market in May and realize we don't have to race. I mean, it's out there. We have actually done revenue jobs under this protocol. But the reality is, is we're gonna be in this muddled environment for at least a year or two. And so it is a business opportunity for us allows us to have a conversation with companies that typically would never talk to us because they were more of an office environment. Or again. Safety wasn't their number one sucker, Um, but we can the nurture those relationships and come back and maybe do their 2021 safety plan. We'll look at what kind of certifications their workers should have. And how do we go about putting together a safety training protocol for them? There's future jobs, and it'll come with us, and that's a beauteous safety. People always have their eyes open. They're always looking for I did this job for you today, but by the way, I see two or three other things that need to be done, and with our platform they can request them by name and have them come back. Or they can say, you know, you really need office ergonomics. I'm not a economist, but, you know, I saw five people hunched over. It's not that expensive. You should really use Yellow Bird and get somebody in here on dso This this kind of is a virtuous cycle leads to more jobs coming out S o. It sounds like you guys were, uh, taking these lemons and making a lemon flavored gelato or something because you're going past lemonade. You're really getting into this. That's good and truly for safety and health professionals. We were always looking because we can turn it off if we wanted Teoh dry. So hardly, you know, in some cases that just relax. And there we are on the beach and we're like, dude, pool boys about to get hurt because the way he's holding this thing isn't right. So it's it's just stuck in our brain, you know, truly the way that we we think about it so much so that it could now be leading into an opportunity for you guys, as we would imagine, you have ah system so they could speak to you. So is that going to be a website? Is that gonna be monthly calls? What's the system behind that? Yeah, we're training, basically designed in a multiple points of engagement. The first thing is, we are in process of developing our pro facing app. What we have today's the Website and the website has both a page for companies to learn more and sign up way. Also have a page for professionals to learn more and sign up on DSO. Today, companies can sign up and then they can, after the fact, log in and see their dashboard. Of all the jobs they've done, we're doing the similar thing for the professionals. By December of this year, we will have the pro facing Web app complete so they could have it on their phone. We can expose all the data inserts about them, how many jobs they've done, what they got paid, what was the name, that company but also allow you is a professional. To self vantage that data upload new Certs, change your address, change of email, change your phone number if you want, and today we have to do that all ourselves, you know, manually on the process. So that's what we're doing, which is a big step. Next and then, as we go into 2021 were working more on the matching algorithm behind the scenes be adding more nuances. So now just that you've worked in mining, but are there particular types of jobs you enjoy in minding our their soft skills. You love to deploy. Are there things you just absolutely hate? So we want to make sure it has sending you matches for things you absolutely hate doing because we're now getting Do we have over 1000 professionals in our pipeline? Now, when we would have never dreamed that things would go this quickly on the professional side. So we didn't experiment. June, which was post for free and ad on Zip Recruiter. We had to turn it off one week and because we had 700 people sign up. So we've have said Okay, we know that's an effective way to reach people. But we need Teoh be ableto onboard these people quickly within a month or two and not have them lingering for six months or 12 months in our pipeline. So we turned it off. We're working to get that bubble now. We've actually brought on more Resource is just kind of on board people and that we've also turned it back on one week last week because we're looking for specific industrial hygiene. Skill sets around those cocotte protocol we do for that really tap into, ah, high end, very experienced professional. They either need a C S p A, C H R C hmm type of criteria. And that's what that will be insured because these labs are very expensive, that when they're doing surface testing and air quality testing that it's done right the first time. So by ensuring that level quality, we also realized we probably need mawr of this industrial hygiene skill set on the platform that what we have today So we can we can use a, um, advertising legs that recruited ago, pinpoint those exact on titlist prose but also locations around the United States. If we find that we're shining a particular location, we could weaken. Excellent. Uh, my degree will my bachelor's degree. I've got two vessels and the Masters, but my bachelor's degree is in marketing. And from what I'm hearing, especially the way that your incubator works, is most people think of marketing is just a function, and truly it ends up being. Maura's advertising or promoting is what they think marketing is. But the heart of what you're doing is true marketing understanding, and it's a science behind making sure that you understand what your customers want. And then how can you systematically deliver it from the first thing of seeing your logo to me, Actually in there delivering service and then after, how my going to have this customer experience follow so that they could feel like they did a good job and they feel like they feel like the they don't have buyer remorse will see it that way. I'm looking for my undergrad Was marketing to alright, Excellency. Yeah, and it looks like maybe it's it's from that that under gravity, er you're saying and then also I know you're, ah, venture capitalists as well. So it seems like those two things of just meshed in this project. And from from just a marketer to a marketer, just the sound principles as you guys describe, getting everything started, I believe, gave you the framework and also the foundation to build so quickly because most people will crumble either internally or externally with this kind of growth. So that's just just outside. Yeah, that's the beauty of having Chan on our team as well as our kind of third leg of the initial stool. The founding team. He's well rooted in values and he pushed us hard on defining corporate values as a corporate were three people and it felt a little silly at the time, like OK, come on. But, um, we really kind of came up with a good set of just 45 values that really are easy to understand and remember, but also kind of speak to the type of culture we wanna have employees. And then we've revisited that already wants to say Now that we've doubled our team size, we're now up to seven employees. Business resonate. And how do we make these more about living and breathing part of our how we work and how we function least once a month, we're bringing a value into our Monday's coast, asked meetings and dialoguing on How do we see this in action? Where we doing? Well on this value, where could we improve? So there, from things like be awesome, our own it, you know? So if you say you own something, we're gonna trust you because we're 70% team that you're gonna own it, you're gonna drive it, and you're gonna raise your hand when you need help or you're out of your level of knowledge on a topic asking for help from another team members, not a sign of weakness. It's a sign of Hey, we're getting this thing. To be so big is beyond me home. So So that's, you know, just an example. We have one of our values. It's really fun, is keep it spicy. Way said That, you know, is Yellow Bird. We're gonna be probably like a catalyst where the tiny ingredient that profoundly changes the makeup of something. And so we're hoping that we change the safety landscape across the US But we're not going to do that with a giant army. Initially were just, you know, hundreds, if not 1000. And so how do we do that? Well, by keeping it spicy, we can bring that unique elements that marketing, you know, that a lot of these safety professionals honestly don't have their more than the engineering or country into this type. They don't like to self promote, you know? So we're here to kind of get their amazing skills seen viewed and taken up by these businesses that need it. And why Yellow Bird? Most of the catalyst of that one was that tested name or said something that was ah, project or something that you felt I would really would have some legs to it. Oh, yes. So it came out of the process with the incubator. We did have a different name initially, which was it THS commentating. Very quick environmental health and safety. But they kind of give us feedback right away that that's not a good name, because eventually, you know, let's say 5, 10 years down the road, we feel like we've exhausted the HSE market and we want to move into adjacent markets like risk management or life safety systems engineering. Or, you know, some things in the insurance space or ice. Oh, quality assurance. A name like Zippy hs is gonna be hard to do that. People are gonna be like, Why would I use you? So they said come up with something that Z you know, Trudy, what you want your brand to stand for, but has more that translate ability. Um, and they said, you know, the animals are typically coming at people with not a lot of bias, so, you know, and it's also we wanted a name that was very memorable. So Sometimes startups give you know the name with X's and y's and Z's in it, or their spelling it some funky way. Nobody could remember it. Absolutely. We thought yellow birds very easy to remember its visibility colors of yellow and black. We'd love that. It comitatus that our safety professionals take their careers to new heights in store by helping use our class, and it accommodates freedom on. So we liked all those attributes from it does give a little non to the canary in the coal mine. But we said we don't want to go really down that path because that's the sacrificial cannibal. You know, we're not gonna be throwing are professionals under a train and running him over to see if it works. Oh, yeah. Okay, wait, said it. It's a cute logo, but really everyone I lock in on the freedom because it can. If we do this right, professionals are being put the fiber seat for the jobs. They want to take the type of work they want to do. How much little, um, composition, the travel, It's all in their hands up whether they say yes or no. And so we're really kind of giving that ultimate freedom to them, had a feeling this gig working 12 to 15 x what a new the driver would make So basically again making it meaningful and really paying them for the skills that they've earned over their career. Okay, that's excellent. And, uh, that's that's a good understanding, I think. No dead on. If you're stuck with the HSE in the title of than truly that would pigeonhole you and them. There's actually a zip, um, method for zero incidences. Eso maybe that might might have also had a negative connotation to it, for people don't believe in in zero a za goal as a target for, ah, lagging indicator. So that also could have saved you there. Thank you. Yeah, we dodged a bullet on Yeah. Yeah, absolutely. One of the things that I I started mentoring safety consultants in 2013 because of I teach a class called Certificate of Occupational Safety Managers and then another one is a certification of occupational safety specialists. And I'm just a consultant or it's just a consultant slash trainer and I'm hired to do this as a Z independent person for a group called The Line Safety Council in Baton Rouge. And throughout the time as being an instructor, I've seen different types of people who said, All right, Sheldon, I am done. I love what I'm doing, but I want to branch out and they have that will, entrepreneur bug that just just bites them. And they're thinking while I know safety and I want to be an entrepreneur So let me start my own safety business. So at this point, you know, I've seen a lot of people start stop, and I seen them neo transition out and come back. And some people are, you know, just going there, gung ho. And they're doing it. They're doing it for for several years now, Uh, I see some profiles of people that I I kind of hope that they get it along the way. But I don't know. I don't want to Don't want to wish ill on anybody, but I mean, I see traits that says if the streets not addressed, they're not going to be successful. So you've been seeing this now in in a bigger scale, in a smaller amount of time. Have you guys been able to develop certain traits and skills, especially when you had the 700 plus people trying Teoh get on board or what you guys looking for. To say this is a good fit for us is some of the concern areas would be run soft skills. So you know, obviously these people walking with a lot of knowledge and credentials. But it's also the way you convey that in the way you start building a customer relationship with the clients so that hopefully you're addressing these thing in a trusting, productive manner. You don't want to come in as a know it all or be abrasive because again, then they're just gonna be turned off and not listen and deploy the safety fixes that they need to deploy. So that's one area where we could have said, You know, we've actually had I want to know not a lot, but maybe 10% of our pros where we've said we don't want them to make it through the pipeline and be branded a yellow bird pro because kind of a little bit afraid of. They get out on the job there representing our brand, and we want them to do a great job at it. I wouldn't say. The other thing that we see emerging is again this lack of acknowledgment initially and again as they start getting into it, I think they start realizing it that if you were to go start your own safety business, there's a big cost and investment that takes, you know, these $15,000 of standing on a website, figuring out a local in a branding. And how do you differentiate versus that? Five or 10 other companies that are locally because there's hundreds of no thousands of these independent safety businesses across the United States. How are you gonna do, Li Jen, how are you going to get in front of your customers? And I personally have been a consultant and ran my own consulting business. So I know you're constantly looking for the next five customers. And how do you balance your time between the prospecting and looking for those future customers versus serving the ones and doing the projects you have underway right now? And it gets a feast and famine mode where, you know, some weeks you're working 60 80 hours a week because you've got to wrap up a project, but you've also then worried about Where's the next lead coming from? And then you're like, God, I only had 10 hours work this week. My God, This camp her sister. I'm gonna be out of work. Long way. Look at this and say, Could yellow Bird be that kind of equalizer of the demand began continued to send jobs their way. We've also seen recently were amazing professionals that have had their own business. Say I want back in on this bigger project with a much bigger organization and I am never going to get through their procurement supplier management process. But if I go under the brand of Yellow Bird, I have, I'll get in because we have the larger insurance policies. We better people we have, you know, the the W nine and the certificates of insurance to prove that you know, these air good pros, and by the way, they need to be part of a two or three person teams. So we can put that team together using our platform, get him in there, have again the company, request them by name. But we're doing this under the brand of yellow bird, and the suppliers love it cause they go. God, I used to do business with 10 2030 different independent consultants over a year. Now I can look all that volume through Yellow Bird. And now all that spending is quiet with our corporate procurement processes. So you know, there it's a win. Win the pros again. They're still making a very decent wage, and they're not having to do any of the overhead invoicing follow up. You know, we had a on boarding orientation last night. Well, one pro said I typically get paid 3 to 6 months after the fact after because I've had to pay play collections game and follow up with these people to get him to pay me with Yellow Bird to get paid within 24 to 48 hours. So, you know, just that alone they're like, I don't have to stress and worry that I did the work. Am I really gonna get paid? Yeah, and I've been there. I know that because I when you have to deal with cities and counties, a bunch of my clients or cities and counties eso you have to go through their procurement process and truly like one city. The mayor signs every single contract I give them and proposal to give them and just the process of giving from step to step, the step to get to the mirror and then comes right back down through all those steps to me. And then after that, I do that work. And then I submit my invoice step by step to the mirror. We'd like to me, and so I do understand that. And I live that pain from time to time. So that's a great plus. And it seems like for you to weed out Theo chat from the wheat. If you were to say that is soft skills, but then also, I would imagine that along the way, you may end up having to to to differentiate your your prose as, uh, maybe a value system that stars or a color or something like that is, is that in the works for is that way do do ratings. We haven't said that jobs were going to depend on it yet because honestly, the volume is so low again, like with uber ratings, makes sense. When you're doing 20 you know, drives a day. Within a week, you get 100 data points. Okay, if you have one bad ride or one wacky customer, you know the data gets kind of sorted out in the large numbers. The challenge we have with the Elbert is it's both quantitative and qualitative, so we'll give the pro feedback of Here's the written in answers from the client on what they thought about your worker, your professionalism, your domain expertise in the safety and any suggestions they have for you to do an even better job. Conversely, the pros air going to review the company's. So we're also going to start finding out which of these companies air kind of bringing us into rubber stamp stuff in which of them are truly doing the right thing, like reports attacked, you know, again implementing the suggestions that her folks are giving. We will do ratings. We'll see those. The pros will see the code. You know what they said about them and vice versa. The coastal sea with the growth it about them. So there's transparency, but as of yet, we're not gonna have the criteria for matching jobs, he said. On that, it's four set on the do they have the certificates and the qualifications to do that job, and we start with local. So we're starting to get again enough of our broad coverage across the U. S. For I would say 80% of our jobs could be done locally with no travel. Which again, is the savings for the client because they look at and say, Well, gosh, we used to think we'd have to go to a 10 page and see who's gonna search nationwide. And now we're paying $150 a day per diem just to get the resource here. Yeah, and that's that's good, because truly am I know that you will probably be thinking not only keeping the local, but if they can. Actually, you know, circumstance might be. I know this person that my networking Ah, circle that now they're being coming, coming from yellow bird to us. But then also, I may have contact them with a local a SSP meeting more or something else that now it may be a familiarity. That word thing is, is that what you're seeing already? And does that enhance the customer experience? Absolutely. Because again, they're they're looking at. How do we that both build up our brand, but building up these relationships and again through the two sided dashboards allow people, if they like a pro to go ask for him again by name. We're not here to re architect relationships. We've seen a lot of our initial growth coming from referrals. So you know, a pro says, Hey, I want to do the work for this company But admittedly, my one person Cos too small, let me do it through yellow Bird drink on the other two people on the team, and now they're going to see how amazing the talent is. That's on the elevator platform. We're adding, in this case, an additional pro to our platform to round out the team because the person said, I want to work with that person out of L. A. We said, OK, let's go ahead and get that pro from L. A onto our platform. They're doing this job together now, but they may do two or three more together. Um, and again, we've done things like it on the supplier platform of ETA, which is one the largest ones across the U. S. They have 350 companies that use of ETA So we're looking and saying it took us of a month and we had to get through 17 points of compliance. We've done that. Now it's we're gonna count now that we're in the tent, turn that into a kind of green space and really get out there and get the yellow bird brand built up with all these companies that are in the event a ecosystem. And I am. I have clients, especially in my Disney clients. I'm in Florida that used browse before and I believe of ETA took over browser or bottom out. So I'm familiar with that system. And to tell you the truth, it drove me nuts as a consultant. The reason why is because of that particular product they were looking for. Just it seemed like there are data entry people. They're just kind of checking a list as you submit a written program or something, someone of that And they didn't understand the context of safety. So when I'm writing programs for clients and I'm saying this is what my clients do, sometimes we'll come back saying, Well, you didn't include a scaffolding plane. I'm like my clients don't use scaffolding just because in 1926 and construction. I don't need to put that in, cause they're never gonna use this. So I ended up having Teoh reward a lot of these written programs to say If we were gonna hire someone to do this job as a subcontractor, we will make sure they follow this. And then we created a ah plan, if you will. And this will be the plan that would be for the subcontractors of my clients, where the higher subcontractor. And then we got a little check of approval from the data entry saying, All right, it's in there now that's a system that just drove me nuts as faras a za consultant. But I'm hearing another thing, and you know, I don't know how to pose this correctly, but for your system that you have in place, are you also creating an ethics system behind it? To say hey is unethical for you to go into this company through Yellow Bird and all of a sudden you're making a side deal to to have a branch off of this and now cut us out of it. So is there like way? Ask her prose not to do that, obviously, because that would be one and done. You know, they match once, and then they never use Yellow Bird again. Way certainly can't stand up and run a business that way. But what we're hoping, though, is we add enough value to both the professionals and the companies that they wouldn't want to do that, that they'd say, Well, it's just so easy to use Yellow Bird. Why would restrict preventing that? And have you on job number two now have to go through your supplier manager in my company or, for instance, the one that we just did the other day. It wants a million dollar minimum liability threshold, which again, is an individual with your own business trying to go out and get that kind of policy is buried and so okay starting my own businesses and 15 Kate's 30 K now. So you look at that and say, I need probably 5 to 10 customers before even break even on this thing, and I haven't even made a salary yet. How do I pay my mortgage? Oh yes, we do bask people that you know when you go out and you do the work It's under the umbrella of Yellow Bird. Don't wear your own Michelle's safety business LLC you know, T shirts, because obviously it's very confusing to the customer. Were you with yellow murder you with Michelle's? I'll see um and so we ask that we can keep that clean, But you know that there's no way we could police this if we do find out after the fact that somebody's been a bad actor and you know, they did one job and turned around or even worse, went out on a scope of work and, oh, the job fell through. And then we find out three weeks later know it was done through the person on the side. You're going to be done on the platform. We kind of just have to do that because we do again. Like you said, we want to build up this community without also finding that it's it's a one trick pony. Yeah, and then that just makes sense. And truly, it's not that I was thinking of being unethical in any way, but truly I've had people who are subs of mine in some in some aspect. And, you know, uh, it's always up to the individual if you're going to to have a percentage out of this because it's really just like a firm client basis at that point. But then there's also that mind set that says, I'm here now Let me give him slow in a my card and then all of a sudden, you know, it becomes unethical. Thing were therefore theater agreement. I would imagine somewhere along the line with your your terms of conditions, you might have some wording or something similar to that just just to protect the organization again from being wanted done. And another thought that came to me on just I'm sorry, Michelle. I'm like, throwing all kinds of stuff at you. Yeah, because you know, I'm living the consulted life, and I told people now I'm unemployable just naturally. I like being a the consulting that you've been there to freedom is addictive. Yeah. Yeah. You've got younger kids and me when my kids were young. I wish I was a consultant that but truly it's Ah, it's one of the things that when you truly get into the field and you experience it and you're actually to start thinking about well, first you got to break yourself a bad habits, which is, you know, clocking in and, you know, hiding out for eight hours and then show enough that I gotta go. You gotta break yourself out of that stuff. But when you truly know that my fight actual lifestyle depends on how creative I am, how much I work my networking and everything else, then that is in the planning you, you know, planning from one site that that makes you constantly planning eso. It is truly one of those things that makes you feel good about yourself because you conquered this thing along the way. So with a partner such as you being able to take away some of the detailed work such as, you know, like you mentioned getting your insurance and I had to bump up insurance several times to deal with certain cities or counties or other private entities because, you know, they wanted the two million policy. And I was like, all right. And then they wanted the auto insurance policy as well to be a certain amount. And I got to do that. And, you know, that's all money out of pocket. So you guys are providing that. So basically, let's say I start my consulting business. Uh, I see you guys, or I hear this interview cause, you know, like my actual title is safety consultant. So people might be looking for that and in the podcast world, and now they're like, Oh, man, I love that interview. Rachelle, I've been thinking about starting my business. Let me go ahead and get us started. And how do I How do I know? You know, a safety consultant wannabe and really get into it. Not in the bad sense, but just in a hopeful sense. Uh, can they now truly say I don't have insurance? All I have is my e i N number and in my actual state of, uh, Afghan document number s so I actually have a business, and they actually get on your doorstep at this point. Are they still need Teoh individuals and companies? So that's part of our own boarding is we say, How would you like to set up your initial profile? What? I've seen a lot of his individuals signing up. I'd say over two thirds of our platform is just people who've had an inkling of well, 2 to 5 years from now, I may want to run my own safety consulting business. While I'm still in my day job at X y z corporate, I'm going to sign up and do gigs on Yellow Bird on nights and weekends, or crawl in and have a sick day. Do the work on that day on, Basically tried on for size to see if I like this. See what kind of volume is out there? Um, and and so we are more them as an individual. If they already have their business in an E i n and a bank account set up for the company. Great, we'll take him on that way. And then again, the yellow bird payments of fees, duties, revenue, and they can figure out what they want to father from salary versus costs. That but wait can take either type. And again. What we've seen that for a lot of people is they say, Well, I was going to go through the cost of standing up a website branding and all this and that, or I could just keep doing the yellow bird stuff and again, over time, we know we're gonna keep increasing the volume. We see where we started tapping into a lot of what I call the channel relationships with a nationwide insurance carrier who needs a fleet of people across the United States to go do initial risk assessments on for prospective customers rather than go out and hire 200 people and try to train them all up on what they want. They can use Yellow Bird on demand to as the revenues coming in. So they're paying real time bite sized pieces to go get that risk assessment work done and decided we went on more this company under our insurance umbrella or not. So we look at that and go, those will be the cups words that start generating very big demand very quickly nationwide. And that's one of our learnings from Coben was we were too mentally stuck in the notion of having a physically expand our company in three person teams per city across the U. S. And it was going to take us years to get a good coverage level of Yellow Bird W two employees and all these different locations we've started realizing is actually weaken. Take customers and service them just fine. Commercially. Eso we've had now more revenue outside of Arizona than in um, we've had two of our biggest customers with Louisiana. Illinois. We have jobs coming through from from the D C area. Florida eso. You know, we look at this and go as long as we give him high quality. Syria wanted to say something high quality folks, you know, it doesn't matter where they are. So I think that's what we could again use this to our advantage. Excellent. And for I didn't interview, um, like I'm 84 now, maybe interviews 74 roughly was with a guy from mine. Tell Mike, uh, got his last name. Hardly believe from from my tell, he was starting to create a covert product from what they actually had with contact tracing and a few other things in there and questionnaires and all that for the product that you guys air are thinking of, you know, not to get under the hood, and it really he get disclosure too much than you're comfortable doing it. Is this something that you believe can eventually be a product or service or something that could lead to helping people helping school district's comeback safety or helping people create like the N B. A. Did a little big bubble butt like you mentioned in the beginning of the article, little of many bubbles that everyone could could safely say, All right, I could come back to work. I signed this agreement of that yellow bird created for us as a plan. And now from this plan, we could all have an agreement that are eight. We follow this plan. Now we've created our own mini bubble and let's come back to work. Is that something that you're thinking of? I fundamentally believe that the entity deploys our protocol. It absolutely gives him all the knowledge of what they need to do to go run a safe environment and our top customer right now in the spaces. Xavier University, there president of the university, is a former virologist. He knew how important this was to get it right. He specifically wanted a third party company like Yellow Bird coming and not his own staff. So there's no groupthink or worry about well, we cut orders a little bit, or just do it this way is probably good enough. No, he wanted that independent because again he looks as an investment in their brand. A swell is keeping their students and faculty safe. So we've deployed their first round, which was to go in before the students survived and basically test all their H V A. C and the key he locations of those eight different buildings. We then recommend the filtration that they need on these two really be catching the virus is the airflow is going to the HBC. That usually means a much more dense filter than what's typical way. We're also looking at get Do your airflow, refresh rates within a space, refresh the air enough times in an hour to be effective and knocking down the virus. Um, you see regulating changes? What's that? Any U V C lighting in there Way haven't recommended UV lighting. It's more the, you know, making sure the air flows is working. Then we also do the surface testing for covert and again with this additional assessment or hunch was at 100% of the test will come back negative because, you know, they haven't had anybody on campus just on a deep clean. But they had just switched to a new cleaning vendor that have disc open protocols. So they were kind of like this is a good checkpoint to make sure that that new cleaning vendor actually really did disinfect everything. So we now have a great baseline from our work. In July, the students came back to campus August 10th. We go back in September, and this time the HBC hasn't had any changes. It should be fine. We can again verify that they've increased. The family has changed the filters, that kind of thinking. But really, the focus for the September visit will be a lot broader coverage of the surface testing. So this time, now that the students have been there 30 days looking for, are there hot spots for Kobe is now turning up on the surfaces. We can now see where the transmission might be occurring on and put more protocols in place. But with these entities, get from our um from our product is a 20 page or so right up of step by step. Here's engineering controls, administrative controls. The HBC changes the surface testing, so it really does try to put together a holistic plan that said it's no up to the organization to go implement and do it. There's no report is worth it slick if they don't implement anything. So this is where again I go. It's early days. I think Xavier takes it seriously enough. They've paid good money. They were going to go implemented. But we've seen some of the smaller clients where they had it done on their behalf, and it's kind of mixed on whether they're going to really make any changes. So we're now going back and saying, Let's go have a conversation about how serious this is because the reports only as good as it's written. If you don't follow it, you're still gonna have issues. That's where I think there's absolutely room of the ecosystem to say. Are their partners out there that help trace blinds to plan once it's written? Are there tools and methods out there? Is there additional measures like UV lighting that could be implemented? That will begin and more layers of protection because we know, get my background at Intel? Was it always looking for redundancy in the safety mechanisms in our way for factories because you never want to rely on just one thing because you know it's just too risky. And so you wanna have these multiple layers, multiple checkpoints and, like you said designed and, you know, almost like pods or bubbles so that if you do, you got a plan for when we have a positive. When we have a teacher or a student come down with it, what are we going to do? And then how we gonna manage it effectively to keep it contained versus assuming that we'll put this plan in place and we're never You know, if somebody vendor came and said, Oh, I have a fail safe in 100% effective you'll never have voted. I say them they're lying ups because absolutely, there's too many variables they're missing, as you know, for for any scientific method, you know, and even marketing where we know where. Scientists in the heart of marketing. So any scientific method that you have to do all these variables the most very most important variable that is Thea Unkown right now is is the testing in the time frame within the testing and since you don't have that to properly go through this process, then you're on Lee working on shifting variables And then now that we're finding out of the micro droplets versus what we first thought was the big now we're like, Oh, you're born Now they're variable threw in there. So all these changes then can truly mean if you don't break it down into essentials and then you're gonna have to really trust that Theo organization is going to do what you do, because that's always a consulting fair. I've spent this whole time giving you guys a program that I feel it's fair, fail safe. And I got my name on it because now you're going to say, This is done by Sheldon. Uh and you didn't implement it the way I said then who's at fault here? So that that's probably another thing that is going through your mind. Well, that's what just blows my mind is somehow this microscopic invisible virus has got the upper hand. It doesn't have a brain. It's not an organized colony. I mean, one drives to another. They're not communicating. And somehow how the hell are we being beaten by this thing? And what it is is it's human nature because we want creativity. We don't want to follow the same damn protocol every day they get so boring, you know, And so people just naturally start being human and forgetting. Oh, well, one day I forgot to wash my hands for 20 seconds. It was more like 10. Big deal. And you're like, Oh, like I didn't get sick, Active Washington seconds every time, you know? So we just started slipping on some of these basics that if we would just work together at all full on the same row, Yeah, we'd actually like this thing. It's not very smart. Well, I just talked to someone in Canada and yesterday actually end up doing some business work as my other hat is a wastewater operator. I've been in a wastewater field for quite a while, and I was in the environmental field before I got into the occupational safety field. So we're doing some work on the on the environmental side. And I just asked him a question said, For For you guys in Canada, overall, throughout all the provinces, is it been everybody you know, working together or has it been politicized or whatever with with specifically, with Cove in? And he said, Honestly, there's been people who feel that that some things are are either too overboard as far as protection, but no one says anything. They're all pretty much going together with With With what? What President Trudeau's is prime minister. 800 was going so in that in that vein, I know that we're having a little issue with that in America right now. And, you know, to say that I am high freedom caliber, high population culture. Yeah, yeah. So and it also goes to another thing that is thinking as safety and health, we truly are the 12 in the safety and health field. We are saying we are aware of hazards and we're aware of things that need to be controlled through our high Arkia control. Why aren't we involved more in this conversation? So the epidemiologist in there, they need to tell us the nature of the hazard. But then for us in the environmental safety and health, we take the nature of the hazard. And now he's like controls per each individual location. And I went into ah actual safety Council, a few a few like 23 weeks ago, and all the employees had face shields on with no mask and that was their control. And I was like, holding Do you know what you're doing here? You're really just either dispersing, Yeah, the air Are you because you know, quite honestly, we know that with micro droplets now being in there, the virus, bonds toe, water. So therefore, that's why the droplets are the things that there are need to be controlled. So, you know, they are spreading the disease or they're funneling into the respiratory system. You know, looking at this, like, who did your your risk assessment here, Who did your your has been there like that? It's more comfortable to wear a face shield than wearing a mask all day. Yeah, that was exactly the answer the instructors talked to the administration that says is more comfortable for us and these air safety instructors the most comfortable for us to instruct with these things that are mask. And I said, Well, that's not the only weak you could have distancing. You could increase your airflow. You you know, there's other things you could do other than you know, no mask and a face shield or mask and teach. There's there's more methods to that so I don't want to get you off in a code of 19 rant or anything, but I'm glad that you guys were addressing it as any h and health e h and s problem and creating a solution so that not only is it going to be branded as yellow aboard Yellow Bird ah, solution, But then also, it's gonna help everybody as a hold as well. So kudos for you guys. Yeah, I think that's just what we find it. E guess advantageous the way we did this by licensing it, we get updates from our Cartner, and they're constantly integrating the new advice from the CDC from the W H. O. And so we're unrest 12 of this protocol already And they kind of told us, Yeah, by the end of the year, we could be on route 50. You know, when things go from air conditioning to heating in the fall, all these HPC assessments kind of need to be redone because these machines will behave differently. And so again, we need to holistically look at this solution and not say Well, I put out a bottle of hand sanitizer and a few stickers on the floor, and we'll just clean the tables. Bleach, water prices, office. That's kind of guesswork and left picture that we really again put good science and their scope creep. So the person who's doing this, they may have have a job description that says, I am the you know, the heavy equipment operator or, you know, someone who is the office staff. Now you're asking me to do stuff where it's outside of my scoping me now have the understanding of the hazard that comes with this new chemical and then therefore, I now could end up getting the respiratory illness or you some sort of acute call for something blister or something like that. So that scope creep is also dangerous in that case. So truly, it's one of the things that you got to think of. I I've got a course out there where I teach people is. I call it the safety consultant blueprint. So, for it was from my my actual experience. So I'm thinking, All right, let's break this into step by step by step off how you become a safety consultant and then from there, each module, everyone has to do a homework exercise So we teach it Linda Module and wakes me teacher in the module, and then they have homework to do. So here. Here's how you get any I m. And I throw him Everything all right, go do it. Here's how you do the risk of Go do it. So in that in that vein off actually doing a learning management system to teach someone along the way That's giving them some sort of proficiency before they go ahead and be a consultant. But there's another side of it, which is the psychological side. And, uh, and I know since your consultant as well in the past, what would you tell someone to do to get over the psychological blocks such as imposter syndrome, Zo or something else that they can't really teach in an actual physical course? I could give them like ideas and philosophies, but sometimes people have to go through it. But from one consultant to too many consultants, what do you feel? How did how did you get over it? Reason why I asked certain questions so many times I actually have to be your own best mentor. Nice, because only you and your brainer in every situation that you're in. It learned to kind of not question yourself, meaning I have no self confidence, but kind of say, Why don't I think that And really stand back is a third person and look at yourself and say, Is that a true true, like factually, I could go ballot eight That that is true. Or is that what I call the Michelle? True? I've written the story in my head and I totally believed it and run off a cliff because of it and realize, Oh, wait a minute I never stopped to validate. Is that belief I hold even true. I, for instance, was in finance for many years, 18 years at Intel, probably the last three or four kind of asleep at the wheel at my job because I had done it so many times. I closed the books every month, did an annual budget. It was just like clockwork, and I wasn't really thrilled with my work. I never went to go use the marketing degree because in my mind I had told myself, Well, marketing people are on the road 80% of the time. I could never work in marketing. I have small Children, my executive coach said. Have you validated that? Have you gone and talked to 10 people at your level at the company to see what percent of their time are they traveling? And how much of that travel do they control? And the answer was only to one of the 10 said they traveled 80% of the time or more. 90% of them said, I control my travel. I only say yes or no to the travel I want, and especially if you're in a new role for six months or more, you're driving the travel. So you're deciding when and how and how much she travel. So again, that was just a example of where I closed my own thinking. So, yeah, I look at this and say, If you can start getting that inquisitive nature of its great and I also have always had mentors and coaches and advisors, but also think about well, it starts me. If I can't even question myself or spend time at least an hour week thinking about how am I doing? How my feeling? How could I be more effective? Are there barriers air getting in my way. What was the last time I asked for feedback? Um, sometimes we're just running so fast when we don't even ask. Okay. I may be doing something to a coworker that is driving him nuts. Maybe I need to open the door to them and say, How am I doing with you this or thinks that could make us more effective working together like one. Glad your ass. This thing you're doing is driving me nuts. You say OK, well, great. I could change that now that I'm aware of it. Yeah. Um, so, yeah, E said a guest over time, as you get more mature in your career, you get a thicker skin. You know, initially just kind of feel like any kind of feedbacks, like bringing you to tears. But it's like, Well, no, actually, they're trying to make me better than the other phrase they would say is feedbacks a gift with no receipt. You don't get to return it, so get with it and turn it into something used. Excellent. And, uh, I know we're out of the hour, and I've been, like, giving you every everything from curveball Teoh just throwing things in. Uh, can I throw in one war for just my mind just kind of just starts thinking this way. And, uh, and knowing for you and and seeing your success in the way if you've come through through your career and mentoring and angel investors starting several businesses So what do you tell someone that says I can't invest that kind of time to do a project of that can give me some return. I would be excited and fulfilled by doing it, but I don't know if that's a tradeoff I could make for my family right now or I don't know if that's a trade off for I could do, you know, we call it the work life balance and then eso What do you tell someone that that's caught up with that part of the psychology? The psychology that they're thinking? Am I gonna get on balanced or they think to me? I said, It sounds like you're thinking you need to make a big, bold move. You know, they have to rip the band aid off and quit my corporate job and go full time consulting. I say instead, think about how could I take a step or two in that direction. How could I learn more? Certainly. There's always time you could carve out my development kind of frame workers like he was. 80% of my development effort is on my job here and now, doing my current job better because they came my boss. In my stakeholders, happier is always a good, good route to success. But then you do need it. 20% of that to be in, kind of looking for the next thing, which is in me a 2 to 5 years out kind of horizon. What do I want to be doing next? Or they're either positions that my company I want to be in in two years what skills their experiences do we need to be getting now to make me ready for that. Many of the branch predicting two years from now what skills are gonna be important. I need to go build up those skills. And then the last thing is doing what I call primary researcher. You know that 5% of noodling on the where do I see myself? 5 to 10 years from now? Um, ages ago it was yeah. Someday I want to be an angel investor. Well, it only takes a few minutes to figure out who who does Angel investing today and let me go have a coffee with the That's not a massive time. Sink it. It's something you can fit in again. Maybe it's a few weeks down the road or in 1000 time when your schedule looks clear right now and then walk and keep it. Because that was my other frustrations and mentors. People would say, Oh, tyranny the urgent. I can't meet with you now Let's reschedule. That's rescheduled. They never keep their appointments for the mentoring. And you're like, How you ever gonna get better if you double even hold your investment in yourself to the time on the calendar, suddenly an hour to a month or a week? I mean, it's not like it's the 40 hours so really trying Teoh. Carve it out and keep it sacred so that you're not finding yourself in a spot where oh, now I haven't invested in myself for a year to my skills of degraded or my psyche has degraded, and therefore I'm in a bad spot. Excellent. Excellent. Well, uh, any final tips to give to consultants before I get you to tell me each and every way we could reach out to you and and either become a consultant on your labor yellow bird or hire a consultant from yellow birds. Any tips or tricks you wanna pass onto to some of the consultants listening right now, I would say, definitely tried on again. A great way to move in the direction of becoming your own consultant and running your own company is to start with Yellow Bird. You know, I'd say, Let's get us Design and your be print were Hey, you're trying to sound while you're still in your day job today again, we're not getting so many jobs that they're gonna get daily phone calls, but you know, they may get in the first month or two, a job centre, way, and they can decide. Is this really what I want? When push comes to shove? Am I going to say yes to that opportunity and try it? I said, You know, part of life is recognizing the big tidal waves when they're coming your direction, hopping on that, you know, and sailing into shore on that or saying no It's not for me. Let me pass some kind of keep orbiting out here waiting for the next wave. So it's it's really that just take a step or two in that direction and tried up. It doesn't have to be a massive move. Are putting your job and burning the boat yet excellent. And then for both sides of the coin. How do people reach you that wanna have a project through Yellow Bird or people who want Tokyo? One of the ways to go to our website were go yellow burn dot com and there's a whole page on professionals explaining what it's like to be a professional. And then it says, Get started it, and so you can basically sign up. It takes us in five or 10 minutes. If they say Sheldon recommended me, Sheldon gets, Ah, nice little referral bonus. So basically, you know, it's a it is a win win. We're trying to get build a strong community here, and that's what it takes. Is kind of everybody pitching in together. Excellent, excellent. And then on the other side, someone wants a project that they want to go to you. Is it the same website. Yeah, same website. We have a company page. We also exam. Explain how it works. And by filling out that you can just fill out a company profile, You don't even have to post a job. Our sales resource, Chris, will reach out and kind of hear more about your company. What are your needs? Where you at? When do you think you might want to do Yellow Bird have to time? We find these companies don't know where to get started. They actually need us to talking through scoping a project because they're not used to thinking in gigs there. Used to saying Okay, I have to hire a full time person in this location. And you're like, OK, do you really have forties assisting hours with a co worker? Do you really just need X done? If you need X done, let us help you scope that will put it on the platform does it as a job. And by the way, if you find that you love that person you got and Hiram, we don't charge any hiring fees. And so basically, um if it's a win win and they employing the company have found a great match. Go for it. That's the beauty of using our platform. You can try before you buy on both sides. Excellent. And what about someone like me, who from time to time I have jobs that I need to refer to? Mostly I start with the students, have taken my course and then after that, if they don't have the expertise or it's something bigger, sometimes I have to go through my fold, linked in network and everything else to find someone that I could could do can again someone like me also, uh, have a company 5 to 10 minutes to post the job. And within hours you're gonna hear from us. OK, we've got 3 to 5 candidates, years old, locations. I am boarded. A guy the other day in his whole specialty is radiation safety. Um, so I mean, we're is kind of exciting to hear the different stories. And again, it's almost like we're building a quilt with all these different colors of the squares and skill sets woven through it. But that's a great amount of looking. So we conform the dream team for whatever project you got. I'm almost like I wanted us to put on our website. You know, dairy it. I dare you to put a job that we can't fill. We've got some amazing people. Excellent. Excellent. That's that's good. Because sometimes I do need to branch out my immediate network. You can't get it through. So then I have to start spreading out to other people to say, Hey, either this not my expertise. And I'm not making it a my my insurance is too much to me. I'm taken it. So I'm gonna passes to someone else in that case s so that it helps to know that I could also utilize the services. Well, yeah, rawness in a horse race while you're doing the five hours of Lincoln Research. What? The job on Yellow Bird and see who comes back with a fit. Better. Quicker. Look at that. A challenge, Marcel Laying it down. All right. Thank you so much for being part of the show. I appreciate it. Thank you. Sheldon, I'll talk to you soon. All right. Have a great day. You too way. Welcome back to the show. Help! Everyone had a good time listening to Michelle Tinsley from Yellow Bird even found out What, uh, what yellow Bird came from? That's kind of curious to see what that name came from. So now we got the answer of what Yellow Bird came from. I was actually really good getting a good understanding of the company. I did not have any kind of consulting firm to this level that I could join when I was going to start. My consulting business is just right. I want to start a business. I know what I want to do at the time Was going to be a consultant to the utility, the liquid utility of border wastewater side. And let's go do that. So that's why initially I was gonna do but if it turned out differently later on. But truly I am. I am just happy that I had the opportunity to get to meet Michelle a little and talk about Yellow Bird. If any of you out there that want to be a consultant, she already gave you a low barrier of entry. So that's good stuff. I go ahead and, you know, utilized that service. So before I get to the tip of the week, let's tell you just one thing, I would love for you to do. If you can, uh, go ahead and subscribe to this podcast. I just hitting this describe button. And then another thing that you can do is you could go ahead and share it with somebody. And if you have not given me a review yet, I would be awesome to just do a nice little review for me And whatever service you're listening to let you know what you think about the show. Good, bad, indifferent. I'm OK. I get that thickened my skin. Like Michelle said after a while of doing this for a while year, you get a little thick skin from from constructive criticism, which is good. Anything you get that let me know, Uh, and hopefully fingers crossed that you guys like me please, like me, anything. Let's go to the tip of the week. All right, so the tip of the week is you are getting a house that you are getting. So I had that thought on the imposter syndrome, and I know it kind of for me, it really kind of made me feel when I was getting into this field, it made me feel like I am just not, you know, I'm not there. I'm not worthy enough. Why me? It should be other people. And I got fed up. And really, that was the catalyst for me and just get fed up with things that were happening at my employer, and that's doing this myself. And I just branched out and did it, you know, just just truly did it. But every step of the way, when I started to increase my visibility, I was challenged even more so I needed to get down this area. What was the reason he became a consultant? What did you feel like you had that you needed to get out there and as I really was breaking those things down, and it doesn't hurt to write it down, Write down your list of pros right down the list of cons related to you in your business and your services and your knowledge. Everything else. Go ahead, write that list down. That's okay. And I did that. I wrote myself a little the's air, the things that I do well in and these are the things I need some help in. But, man, I've been doing these things in a different list for so long that I could give back. And that's, uh, that's how I got out of that imposter syndrome. And then the other thing was, yeah, I had to build my confidence. So I started doing small things. Little winds and some of these little winds just kept leading and leading to Mawr. More confidence and even what speaking, have told you guys before when I was being a speaker for the cost program and being instructor, I should say, for the cost program and start out that great. I actually bored people. So it took me a little while to get my speaking side down, said, Surely it's something that you need to develop you need to work on. So that is the mindset that I really want you guys to think of. All right, so that's my tip of the week. You it's it's you. You could do it. You're good enough. You're truly good enough. Believe in yourself. You are getting up. And then if there's something you lack in, go learn, you'll always be a learner. So if you want to go to one of the ocean classes that they got a bunch of those number of courses you could take specialties, you know, learn more about excavation. More and more about any of the other things out there. I personally go to mid South O T I. They're part of the Alliance Safety Council in Baton Rouge, Louisiana. So I get my OSHA training from them, actually. Is, uh, OSHA 10 30 our instructor on that instructor. Excuse me That that side of me is gone. I used to be an adjunct instructor for a college that we teach the 10 30 hours, but I haven't done. That s Oh, right now I am. I am authorized to do the 10 the 30 construction general industry. And I'm not on the teaching side anymore for that program. But either way, when I'm trying to say is if you lack something, go do it, get it? You know, And if you do get a hold of yellow Bertone Sheldon set you I don't even think we have an affiliate link or anything like that. So you just gotta put somewhere in there. I heard you from the safety consultant podcast. That shell the prime miss. And if we do work out something like that I'll go ahead and share the link with everybody. But as of now, just go ahead and tell him he heard him on the show. And you're very interested in getting started with them, and I'm sure touch base with me. All right, Glad we had this time. Your real man. You got this? You could do this. Shelton said you got this. All right, enough of my accordion. This You got this? More accordionist, right? Go get him. This episode has been powered by safety.